1. a vendor provides services somewhere in the middle of our ICT stack that underpins one or more services in an SLA between our business and ICT groups.

2. a vendor provides services that are consumed by our business groups that are underpinned by/integrated with internal ICT capability.

3. a vendor provides a managed ICT service that is directly consumed by our business groups with no or minimal integration with our ICT group.

Question: who provides vendor performance reporting (in respect of contracted service levels/KPIs) in each scenario - Supplier Management or Service Level Management or, if both, pls distinguish what is reported by which process?

I'm not undertaking any study at the moment. This is a practical question. I am trying to find out whether or not our procurement and contract management branch should be reporting vendors' performance against contractual service levels/KPIs or we, as the Service Level Management process owner should collect their results and report to the executive as part of our report against the SLA. The reason I have split the question is that our vendors provide services the are consumed directly and indirectly by our business users.
If, by coincidence, this is an exam-type question, I welcome any help you can offer.

If the contract is being services, then the SLM team is responsible
If the contract is being negotiated, then the contract negotiation team_________________John Hardesty
ITSM Manager's Certificate (Red Badge)

Re "is the contract still in development or in operation", the various contracts are all in operation.

My thinking was that the scope of our SLM report would be limited to the relatively small number of Services - specifically performance/results in respect of associated Service Levels.

I can understand SLM having responsibility for reporting vendor performance where the vendor delivers services that directly affect those service levels .... but I'd have thought that we wouldn't have to report on underpinning vendor performance in the same way as we wouldn't report on underpinning inhouse ICT performance (other than to explain the root cause of an adverse impact to one or more SLA impacts.

I think the key is to answer the question of who and what the reports are for. The "who" will charge appropriate teams/people with the task and the "what" will help to define the task. That way the answer will recognise your organizational structure rather than some theoretical model which is less appropriate.

In any event it starts with effective data capture and someone being responsible for that._________________"Method goes far to prevent trouble in business: for it makes the task easy, hinders confusion, saves abundance of time, and instructs those that have business depending, both what to do and what to hope."
William Penn 1644-1718